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Innovation

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Innovation for the RBtC Campaign meant the following:

To initiate a unique and industry relevant conversation that hadn’t been discussed before.

  1. The after-effects of EFCS were hard to gauge because they permeated wide and deep through the organization in the form of an unprecedented focus on innovation across all levels and lines of business. There was a concerted effort to allow employees to surface their creativity and to create platforms that institutionalized the funneling of this creativity as customer benefits. Platforms such as Value Portal & MAD Jam sprung up from ideation stage and had multi-million dollar revenue impacts in mere months. With $300 million impact in 25,000+ ideas shared with customers, we were differentiating ourselves through the passion for innovation we brought to the table.

  2. The unexpected value we provided to our clients through our innovation platforms, our focus on business impact and the new condition in the market created the perfect background for the development of our big idea – that HCL believed in Relationships beyond the Contract.

Reaching out to our internal sales team via online and offline channels in a manner that hadn’t been done before:

  1. Creation of highly customized corporate decks for various regions. Led to increased usage and appreciation for core brand promise. For example – our Polish sales staff used the Polish version of the corporate deck with much greater enthusiasm and ease than the English versions they’d been using before.

  2. For the first time, sales trainings were conducted entirely online via interactive sessions on Adobe Connect. The rate at which target sales groups were trained increased five-fold as compared to face-to-face interactions and cost 1/50th as much due to savings on flight and lodging.

  3. Using the RBtC Quiz as a gatekeeper for using new brand artifacts by sales managers allowed us to release the conversation without losing message potency or creating confusion.

  4. The RIPAS Initiative allowed HCL to aggressively implement the new pitch across the organization with measured and actionable senior leadership inputs and concerns.

Reaching out to our customers and prospects via online and offline channels in a manner that hadn’t been done before.

  1. The Gen 2.0 Presentation created a conversation that aligned our Brand promise with our vision for the industry. In less than 60 days after its launch, it has become an integral part of all customer visits to the HCL campus.

  2. The LinkedIn-HCL Collaboration App created a unique platform for employees, sales managers, clients, prospects and social media participants where the focus wasn’t on building careers and connections but relationships.

  3. The Spirit of RBtC film with a father-son visual was able to disrupt the general tonality of IT Services advertisements and trigger an emotional connect with HCL’s brand promise.

  4. Geo-specific campaigns with respect for local languages accelerated the pace at which HCL connected with prospects and customers in Continental Europe and Japan.
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